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What precisely is Jeremy Hunt legislating for in ‘wilful neglect’ which would have prevented a Mid Staffs?



Police ethics

 The Leveson Inquiry had to work out why the culture of journalism had gone so badly wrong in places, even with enforceable criminal law, such as the interception of communications or tresspass against the person.

Hunt will be keen to provide enforceable ‘end points’ of the Francis Inquiry. But again, there is an issue here of what went so badly wrong in culture, where there were theoretically enforceable aspects from regulators such as the GMC or NMC.

There has been an intense debate about how many people may have died as a result of poor care over the 50 months between January 2005 and March 2009 at Stafford hospital, a small district general hospital in Staffordshire.

Clearly Hunt feels that there was a ‘culture of cruelty’ in the NHS, as he said yesterday (report in Hansard):

Cruelty

The report published on 6 February 2013 of the public inquiry chaired by Robert Francis QC was the fifth official report into the scandal since 2009, and Francis’s second into the hospital’s failings.

According to s.1(1A) Medical Act 1983, referring to a body corporate known as the “General Medical Council” (GMC)

The main objective of the General Council in exercising their functions is to protect, promote and maintain the health and safety of the public.

The difficulties that the GMC has had in successfully prosecuting Doctors over ‘the Mid Staffs scandal’ are comprehensively discussed elsewhere, and are therefore not the focus of this article.

Similar dead-ends have been experienced by the NMC (for example here), and are  not the focus of this article either.

It was reported recently that Doctors and nurses found guilty of “wilful neglect” of patients could face jail as new legislation from the Government.

Wilful neglect will be made a criminal offence in England and Wales under NHS changes as a response to the Mid Staffordshire and other care scandals. The offence is modelled on one punishable by up to five years in prison under the Mental Capacity Act. So how does Jeremy Hunt envisage what this law will do?

Jeremy Paxman presented his interview with Jeremy Hunt, the Secretary of State for Health, last night on “Newsnight”. Paxman asked Hunt directly to give an example. At first, he spoke around the subject, talking about the need for criminal sanctions “for the most extreme cases”.

Hunt finally provided this answer:

Well I think an example might be someone who was responsible for caring for a dementia patient who didn’t give them [sic] food when they needed it and when they knew they needed food. That’s the kind of them I’m thinking about. It’s for people who deliberately neglect people. It’s a very small minority of people and they should feel the full force of the law.

The phrase “when they knew they needed food” is highly significant.

At no point did Hunt specify this was an older patient with dementia.

Since 1 April 2007, vulnerable people have been afforded an increased protection by the Mental Capacity Act 2005. The Mental Capacity Act (2005) created the criminal offences of ill-treatment or wilful neglect under Section 44 based on existing principles. This offence could be distinguished from the one contained in section 127 of the Mental Health Act 1983 which creates an offence in relation to staff employed in hospitals or mental nursing homes where there is ill-treatment or wilful neglect.

Statutory provision

The offences can be committed by anyone responsible for that person’s care.

As can be clearly seen, the elements of this offence are that the offender:

  • has the care of the person in question OR is the donee of a power of attorney OR is a court-appointed deputy;
  • reasonably believes the person lacks capacity (or they do lack capacity);
  • ill-treats or wilfully neglects the person.
  • It can be expected that ill-treatment will require more than trivial ill-treatment, and will cover both deliberate acts of ill-treatment and also those acts reckless as to whether there is ill-treatment.

Wilful neglect can only apply to those who have a duty of care towards people who lack capacity.

Helpfully, part 14.3 of this Code of Practice (Code) accompanying the Mental capacity Provision gives examples of the kind of act that may constitute abuse and ill treatment. Specifically that Code includes “neglect” and “acts of omission”. This, it states, may include ignoring the person’s medical or physical care needs, failing to get healthcare or social care and withholding medication, food or heating. This appears to be alluded to in Jeremy Hunt’s example of a patient with dementia being denied a need – food.

Wilful neglect was supposed to represent a serious departure from the required standards of treatment and usually requires that a person has deliberately failed to carry out an act that they were aware they were under a duty to perform. Neglect or acts of omission could, therefore, include not responding to a person’s basic needs, i.e. assisting with feeding, drinking, toileting or in meeting personal care needs, preventing someone else from responding to those needs, or withholding or preventing access to medical care or treatment.

Back to Jeremy Hunt’s example, the caregiver knew the person with dementia needed food.

This responsibility is important when considering the meaning of the term “wilful” in this context which can be interpreted in two different ways:

  1. The person understood their responsibilities under the Mental Capacity Act and wilfully disregarded them;
  2. The person had a duty of care toward the service user and wilfully chose not to learn about it.

This may be reflected in previous cases such as R v Sheppard [1981] AC394 HL (which may be comparable; see discussion).

In consequence, defences could be raised to the effect that the elements of the offence set out in Section 44 are not made out in the following terms:

  • there is no section 44 relationship (no care/power of attorney/court-appointed role);
  • the person does not lack capacity and/or there was no reasonable belief in such a lack of capacity;
  • there was no ill-treatment or wilful neglect.

It is well known that Hunt has been extensive discussions with patient campaigners for Mid Staffs.

But the problem is posed by the choice of Hunt’s example as a patient with dementia. The legitimate question has to be asked that, with the large number of ‘needless deaths’ repeatedly published in media reports, why reports of successful prosecutions under this provision of parliament might have been comparatively few?

From the timeline of the reported cases of neglect, and when this provision was in force, it would appear that this provision was ‘good law’ at the time. Many of the ‘needless deaths’ are widely reported in the media to have involved individuals who lacked capacity.

Why did the “wilful neglect” provision fail to do its stuff over Mid Staffs or Winterbourne, for example? How has Hunt tweaked it so that the law is actually effective for the public good?

It’s worth looking therefore carefully at the current operation of the section 44 provision.

There is no definition of “ill treats” or “neglects” within the Act so every day meanings of the word provide definition. The definition of ill treatment relies upon the definitions of the types of abuse which include physical, emotional, sexual, discrimination, psychological and financial.

Interestingly,  neither section 44 of the MCA or section 127 of the MHA provides general protection for older people. Under these provisions they must either lack mental capacity or have a mental illness. In a case where an older person with capacity and no history of mental illness was found to be abused, the abuser would face the standard criminal charges of assault and battery (offences against the person in common law and in statute), and in a very extreme case where the sufferer dies, manslaughter.

So far most cases have involved the prosecution of direct frontline carers, where the evidence is very specific of wrongdoing by an individual. Owners and managers of small care homes have also been successfully prosecuted where there is clear evidence of what might be described as “institutional abuse”. Despite some attempts such charges have not been successfully prosecuted against large scale providers or their senior management, and this is still a longlasting concern of the implementation of the law. There is clear room for such NHS managers, care home managers and their private companies to be prosecuted particularly where they have failed properly to manage the delivery of such policies.

In a criminal context, the change must be proved beyond reasonable doubt, However, it is quite possible that guilt might be determined by magistrates or jurors who are likely to be very unsympathetic to care providers and staff.

One may be justifiably concerned, from the jurisprudence perspective, that the current lack of prosecution is based on a lack of appetite or understanding of care sector standards by prosecutors. A change in this attitude could see many more prosecutions. But again this is another ‘required’ change of culture?

Another problem is that the lawyers and regulators may not understand precisely the nature of what they are regulating against. The argument can be dismissed along the same lines as NHS managers do not ‘need’ to have any knowledge of medicine or nursing.

A prosecution of ‘wilful neglect’ Hunt admitted was so that the defendants could ‘feel the full force of the law’.

This document is typical of one of the many professional concerns of an appetite of being seen to punish hard retributively certain actions. The law must be necessary and proportionate, and one can see in principle how this provision could fulfil a worthy aim of parliament regarding patient safety.

Oncologists frequently perceive the discussion about whether or not to use or continue artificial feeding and/or hydration to be difficult. Successful approaches are not customarily demonstrated during medical training. Food and water are widely held symbols of caring, so withholding of artificial nutrition and hydration may be easily misperceived as neglect by the patient, family, or other professional and volunteer caregivers.

The response to the new ‘wilful neglect’ offence from clinical professionals and patients has been noticeably underwhelming.

There is furthermore a worrying aspect that people within the NHS system will be even more deterred from ‘whistle blowing’ under the Public Interest Disclosure Act [1998] than they were before, for fear of retribution over criminal sanctions.

For the offence of ‘wilful neglect’, the example that Jeremy Hunt gave last night has remarkable similarity to the sorts of offences you might have expected from Mid Staffs or Winterbourne View. The question therefore should be legitimately posed what it is that Hunt himself thinks is to be covered by the new law which was not covered previously. In summary, Jeremy Hunt needs to ask himself what his new law will achieve where section 44 of the Mental Capacity Act had failed.

The “NHS prime contractor model”: why the legal liability of subcontractors matters



NHS prime contractor modelAt a time when “every penny counts”, it seems rather disgusting that thousands and millions of pounds should be diverted from frontline care (which we apparently can’t afford judging by the cuts in nursing jobs) to the commercial and corporate lawyers. Management consultants, politicians and staff in CCGs have no expertise in commercial law. Now that it turns out that commissioners could be freed to award work to a “prime contractor” over five to 10 years from 2014-15, according to the Department of Health, the issue of what happens if a subcontractor commits an offence in tort (negligence) or contract (breach of contract) is highly significant. The subcontractor’s damage could cause loss to the ultimate patient. Instead, commissioning pitches are full of inane garbage such as, “we need to do much better with much less“, when you consider that £20bn efficiency savings, aided and abetted by cuts in nursing staffing, is dwarfed by the new £80bn cost of #HS2. It is reported, for example, in the Health Services Journal, that,

“If the £120m deal is finalised, Circle ? which also runs Hinchingbrooke Health Care Trust ? will be financially and clinically accountable to commissioners for the whole pathway.”

but forgetting the spin (and one should really do that in the best interest of patients), this cannot be true if the subcontractors are excluded from liability under English law.

A useful starting point is the NHS Commissioning Board’s own “The NHS Standard Contract: a guide for clinical commissioners.”

This instrument defines the “prime contractor” as follows:

“Contract with prime contractor who is responsible for management and delivery of whole care pathway, with parts of care pathway subcontracted to other providers (Prime Contractor model). The prime contractor may not be the largest provider in the pathway but the role is focused on the pathway service delivery”.

However, the document perpetuates the notion of subcontractors’ accountability which the English Courts are likely to have difficulty with:

“The commissioner retains accountability for the services commissioned but is reliant on the prime contractor to hold subcontractors to account.”

Understanding both the management principles about the safety culture in management and the legal implications of subcontracting converges on one particular industry: the construction industry.  A main contractor may engage another person in order for that subcontractor to undertake a specific part of the main contractor’s works. Subcontracting is favoured in the house building industry because it offers main contractors flexibility and cost efficiencies (Ireland, 1988).   However, parallels are confounded by the fact that commissioning NHS services is not the same as making buildings, the lessons from different jurisdictions are different, the degree of ‘commerciality’ of the actual contract (e.g. residential building can even be different from corporate building), the actual material facts of how close the parties are legally vary, subtle differences in the nature of contractual terms, the finding that the nature of loss may not be the same, and so it goes on. It is increasingly clear from any rudimentary analysis that the subcontractor cannot be easily accountable to the patient at all, because of a number of well settled legal principles.

A study of safety culture among subcontractors in the domestic housing construction industry using in depth semi structured interviews with 11 subcontractors from six different trades by Phil Wadick from Bellingen, Australia found that subcontractors place an enormous amount of trust in their own common sense to help inform their safety judgements and decisions (Wadick et al., 2010). According to their study, subcontractors have a deep respect and trust for the safety knowledge gained from years of practice, and a distrust of safety courses that attempt to privilege paper/procedural knowledge over practical, embedded and embodied safety knowledge.

In the law of tort, a party does not need to have a contract with another to be liable directly to that party in negligence. The legal principle of privity of contract, as stated below from Treitel, does not preclude third parties from suing contracting parties in tort.

“The doctrine of privity of contract means that a contract, as a general rule, confer rights or impose impositions arising under it on any person except the parties to it.” (GH Treitel, “The Law of Contract”)

This privity of contract is the root cause of the personal tragedy depicted in this video from the US jurisdiction, of Wendell Potter and Nataline Sarkisian: there is no direct contract between insurer and insuree.

You can see the smoking gun all too easy for this jurisdiction, where the CCGs are state insurance schemes. In England, there’s no contract between patient and provider, but only between provider and CCG and (implicitly) between CCG and NHS England. As stated correctly by Nicholas Gould, a Partner in Fenwick Ellott (the largest construction and energy law firm in the UK), there is no direct contractual link between the employer and the subcontractor by virtue of the main contract for the construction scenario.  In other words, the main contractor is not the agent of the employer and conversely the employer’s rights and obligations are in respect of the main contractor only. The employer therefore cannot sue the subcontractor in the event that the subcontractor’s work is defective, is lacking in quality, or delays the works. The subcontractor situation therefore merits some particular scrutiny in the law of tort, where it is necessary to establish a breach of a duty of care, with sufficient cauality, to prove negligence on the balance of probabilities.

 Typically, in their contracts, the “prime contractor” will limit its liability to a customer to a patient ultimately, and in turn the subcontractor will limit its liability to the prime contractor. In the 2004 case of Rolls-Royce New Zealand Ltd v Carter Holt Harvey Ltd [2004] NZCA 97; [2005] 1 NZLR 324 (23 June 2004) “Rolls Royce”, the Court of Appeal of New Zealand decided that the subcontractor in that construction case could not be liable to the customer. In Rolls Royce, the Court of Appeal said that whether or not a duty of care should be recognised in New Zealand depended on whether, in all the circumstances, it was just and reasonable that such a duty is imposed. This, in turn, involves two broad fields of inquiry. First is the degree of proximity or relationship between the parties, and second is whether there are any wider policy considerations that might negate or restrict or strengthen the existence of a duty in any particular class of case.

sketchBut can a duty-of-care by the subcontractor be held in tort in the English law?  The House of Lords attempted to establish a general duty of care in respect of pure economic loss resulting from a negligent act, based on the closeness of the relationship between the parties and reliance by the claimants on the defendants’ skill and experience, in Junior Books Ltd v Veitchi Co Ltd [1982] UKHL 4 (15 July 1982). This Scottish case represents the high water mark for liability in tort for subcontractors to employers in respect of negligence. In this case a contractor was engaged to construct a factory for the building owner. The defendant subcontractors were engaged to lay a specialist composite floor. The floor was defective and began to crack almost immediately. However, there was no danger to the health and safety of the occupants, nor any danger to other property of the building owner. Regardless, the floor needed replacement because of the defects. There was no direct contract between the employer and the subcontractor, but the building owner sought the costs of replacement and loss of profit while the flooring was being relayed from the subcontractor, and succeeded in the House of Lords.  Lord Keith of Kinkel advised about the need to avoid extrapolating too widely from the ratio of this case:

“Having thus reached a conclusion in favour of the respondents upon the somewhat narrow ground which I have indicated. I do not consider this to be an appropriate case for seeking to advance the frontiers of the law of negligence upon the lines favoured by certain of your Lordships. There are a number of reasons why such an extension would, in my view, be wrong in principle.”

The courts began, however, to retreat from the implications of Junior Books almost immediately. The leading speech was given by Lord Roskill and he based his analysis on Lord Wilberforce’s infamous two stage test for establishing a duty of care set out in Anns v Merton London Borough Council [1977] UKHL 4 (12 May). This approach was of course overruled in Murphy v Brentwood District Council [1990] UKHL 2 (26 July).  In Southern Water Authority v Carey [1985] 2 All ER 1077, the work was defective and the entire sewerage scheme failed. The Authority sued the subcontractor in negligence, and yet the High Court decided that the subcontractor was not liable in tort as a result of the terms of the main contract.

Nonetheless, there are a variety of general principles applicable to subcontractor relationships. First, the main contractor remains responsible to the employer for a number of diverse aspects of the subcontract. In other words, the main contractor is still responsible for time, quality and paying the subcontractor in accordance with the contract between the main contractor and subcontractor regardless of any issue that could arise between the main contractor and the employer. This will of course depend upon the terms of the contract between the main contractor and a subcontractor, and might also depend on the separate contract between the employer and main-contractor. However, they are nonetheless two separate contracts, and the legal doctrine of privity of contract applies in this jurisdiction as in many jurisdictions for the “prime contractor model”, and the matching or integration of similar “back to back” obligations is often unsatisfactory. Clever drafting can even lead to the subcontractors escaping liability altogether. For example, quite recently, it is reported that a dredging subcontractor, Van Oord, escaped liability for the design of dredging works due to the exclusion clause in its tender (Mouchel Ltd. v Van Oord (UK) Ltd., [2011] EWHC 72).

With all this uncertainty, it is quite unhelpful that there is also much uncertainty about how a subcontractor will have been deemed to have ‘failed': the so-called “outcomes-based commissioning“. It could be that there could also be patient feedback indicators built into the deal, which commissioners hope will enable them to hold the lead provider to account if people’s experience of services suffers. “Soft intelligence” from GPs could also be used. The legal cases will certainly turn on their own material facts, but, with a time window which could be as large as 10-15 years and with fairly strong private providers financially (important for business continuity), it is likely that the English law courts will be asked at some stage to decide upon whether the subcontractor can be legally ‘accountable’ to the patient. The answer is very likely to be “no”, and there will be then many very angry intelligent people who will feel that they simply have been misled. A lot of liability rests with the CCG accountable officer position – but if all goes wrong such officers can simply move onto other well-paid jobs in other sectors. When you consider the death of legal aid for clinical negligence, some might say this a real mess.

Not to worry – it’s business as usual.

Further reading

Ireland, V. (1988), Improving Work Practices in the Australian Building Industry. A Comparison with the UK and USA, Master Builders Federation of Australia.

Wadick, P (2010), Safety culture among subcontractors in the domestic housing construction industry, Structural SurveyVol. 28 No. 2, pp. 108-120

We've been here before. On legislation against toxic culture within the NHS: lessons from ENRON for the Francis Report.




Robert Francis has an incredibly difficult task. It is difficult for people who have not qualified in medicine, even managers and leaders of healthcare think tanks, to understand how this situation has arisen. Being a senior lawyer, his approach will necessarily involve “the law is not enough”. The NHS is currently a “political football”, but the overriding objective must be one of patient safety. Whatever your views about managers following financial targets religiously, and regulatory authorities pursuing their own targets sometimes with equal passion, it is hard to escape from the desire for a national framework for patient safety. This is at a time indeed when it is proposed that the National Health and Patient Safety Agency should be abolished, which indeed has oversight of medical devices and equipment. Indeed, one of the findings of the Francis Inquiry is that essential medical equipment was not always available or working. A general problem with the approach of the Health and Social Care Act (2012) has been the abolition of ‘national’ elements, such as abolition of the Health Protection Authority.

That the hospital assumes voluntarily a duty-of-care for its patient once the patient presents himself is a given in English law, but this fact is essential to establish that there has been a breach of duty-of-care legally later down the line. In the increasingly corporate nature of the NHS following the Health and Social Care Act, there is of course a mild irony that there is more than a stench of corporate scandals in the aftermath which is about to explode in English healthcare. Patients’ families feel that they have been failed, and this is a disgrace.

ENRON was a corporate scandal of equally monumental proportions, as explained here:

Mid Staffs NHS Foundation Trust was poor at identifying when things went wrong and managing risk. Some serious errors happened more than once and the trust had high levels of complaints compared with other trusts.

The starting point must be whether the current law is good enough. We have systems in place where complaints can be made against doctors, nurses, midwives and hospitals through the GMC, MWC and CQC respectively, further to local resolution. In fact, it is still noteworthy that many junior and senior doctors are not that cognisant of the local and national complaint mechanisms at all, and the mechanisms used for risk mitigation. There is a sense that the existing regulatory framework is failing patients, and public trust and confidence in medical and nursing, and this might be related to Prof Jarman’s suggestion of an imbalance between clinicians and managers in the NHS.

The Francis Inquiry heard a cornucopia of evidence about a diverse range of clinical patient safety issues, and indeed where early warnings were made but ignored. Prof Brian Jarman incredibly managed to encapsulate many of the single issues in a single tweet this morning:

Any list of failings makes grim reading. There are clear management failures. For example, assessing the priority of care for patients in accident and emergency (A&E) was routinely conducted by unqualified receptionists. There was often no experienced surgeon in the hospital after 9pm, with one recently qualified doctor responsible for covering all surgical patients and admitting up to 20 patients a night. A follower on my own Twitter thread who is in fact him/herself a junior, stated this morning to me that this problem had not gone away:

However, it is unclear what there may be about NHS culture where clinicians do not feel they are able to “whistle blow” about concerns. The “culture of fear” has been described previously, and was alive-and-well on my Twitter this morning:

Experience from other sectors and other jurisdictions is that the law clearly may not be protective towards employees who have genuine concerns which are in the “public interest”, and whose concerns are thereby suppressed in a “culture of bullying“. This breach of freedom of expression is indeed unlawful as a breach of human rights, and toxic leaders in other sectors are able to get away with this, in meeting their targets (in the case of ENRON increased profitability), “project a vision”, and exhibit “actions that “intimidate, demoralize (sic), demean and marginalize (sic)” others. Typically, employees are characterised as being of a vulnerable nature, and you can see how the NHS would be a great place for a toxic culture to thrive, as junior doctors and nurses are concerned about their appraisals and assessments for personal career success. “Projecting a vision” for a toxic hospital manager might mean performing well on efficiency targets, which of course might be the mandate of the government at the time, even if patient safety goes down the pan. Managers simply move onto a different job, and often do not have to deal even with the reputational damage of their decisions. Efficiency savings of course might be secured by “job cuts” (another follower):

Another issue which is clearly that such few patients were given the drug warfarin to help prevent blood clots despite deep vein thrombosis being a major cause of death in patients following surgery. This is a fault in decision-making of doctors and nurses, as the early and late complications of any surgery are pass/fail topics of final professional exams. Another professional failing in regulation of the nurses is that nurses lacked training, including in some cases how to read cardiac monitors, which were sometimes turned off, or how to use intravenous pumps. This meant patients did not always get the correct medication. The extent to which managers ignored this issue is suggestive of wilful blindness. A collusion in failure between management and surgical teams is the finding that delays in operations were commonplace, especially for trauma patients at weekends; surgery might be delayed for four days in a row during which time patients would receive “nil by mouth” for most of the day.

Whether this toxic culture was isolated and unique to Mid Staffs, akin to how corporate failures were rather specialist in ENRON, is a question of importance. What is clear that there has been a fundamental mismatch between the status and perception of healthcare entities where certain individuals have “gamed” the situation. Alarmingly it has also been reported that the University Hospitals of Morecambe Bay NHS Foundation Trust have also had a spate of failures in in maternity, A&E and general medical services. The Sarbanes-Oxley Act (2002) was enacted in the US in response to a number of high-profile accounting scandals. In English law, the Financial Markets and Services Act (2010), even during Labour’s “failure of regulation” was drafted to fill a void in financial regulation. There is now a clear drive for someone to take control, in a manner of crisis leadership in response to natural disasters. Any lack of leadership, including an ability to diagnose the crisis at hand and respond in a timely and appropriate fashion, against the backdrop of a £2bn reorganisation of the NHS, are likely to constitute “barriers-to-improvement” in the NHS.

This issue is far too important for the NHS to become a case for privatisation. It is a test of the mettle of politicians to be able to cope with this. They may have to legislate on this issue, but David Cameron has shown that he is resistant to legislate even after equally lengthy reports (such as the Leveson Inquiry). It is likely that a National Patient Safety Act which puts on a statutory footing a statutory duty for all patients treated in the NHS, even if they are seen by private contractors using the NHS logo, may be entitled to a formal statutory footing. The footing could be to avoid “failure” where “failure” is avoiding harm (non-maleficence). Company lawyers will note the irony of this being analogous to s.172 Companies Act (2006) obliging company directors to promote the “success” of a company, where “success” is defined in a limited way in improving shareholder dividend and profitability under existing common law.

The law needs to restore public trust and confidence in the nursing and healthcare professions, and the management upon which they depend. The problem is that the GMC and other regulatory bodies have limited sanctions, and the law has a limited repertoir including clinical negligence and corporate manslaughter with limited scope. At the end of the day, however, this is not a question about politics or the legal and medical professions, it is very much about real people.

 The advantage of putting this on the statute books once-and-for-all is that it would send out a powerful signal that actions of clinical and management that meet targets but fail in patient safety have imposable sanctions. After America’s most high-profile corporate fraud trial, Mr Lay, the ENRON former chief executive was found guilty on 25 May on all six fraud and conspiracy charges that he faced. Many relatives and patients feel that what happened at Stafford was much worse as it affected real people rather than £££. However, the Sarbanes-Oxley Act made auditors culpable, and the actions of managers are no less important.

This is not actually about Jeremy Hunt. Warning: this is about to get very messy. That Mid Staffs is not isolated strongly suggests that an ability of managers and leaders in Trusts to game the system while failing significantly in patient safety, and the national policy which produced this merits attention, meaning also that urgent legislation is necessary to stem these foci of toxicity. A possible conclusion, but presumption of innocence is vital in English law, from Robert Francis, and he is indeed an eminent QC in regulatory law, is that certain managers were complicit in clinical negligence at their Trusts to improve managerial ratings, having rock bottom regard for actual clinical safety. This represents a form of wilful blindness (and Francis as an eminent regulatory QC may make that crucial link), and there is an element of denial and lack of insight by the clinical regulatory authorities in dealing with this issue, if at all, promptly to secure trust from relatives in the medical profession. The legal profession has a chance now to remedy that, but only if the legislature enable this. But this will be difficult.

 

 

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